Competitive Landscape Sample Clauses

The Competitive Landscape clause defines the context in which a business operates by outlining the current market environment, including key competitors and prevailing industry trends. This clause typically details who the main competitors are, what products or services they offer, and how they compare to the subject company in terms of market share, pricing, or innovation. By providing this overview, the clause helps stakeholders understand the competitive pressures and opportunities facing the business, supporting informed decision-making and strategic planning.
Competitive Landscape. Currently, the closest specialized pizza restaurant is one mile away from our intended location in the Local Bay area. Take-Out Pizza, Inc. will offer a better product, at a reasonable price, and will deliver it hot or refrigerated, always on time, to the customer's door. However, there are five fast-food restaurants, near our intended location, that also include pizza among other menu items. The quality of their products is no match for the New-York style pizza that we offer, but we may consider them as competitors because they offer better prices (for lower quality) and they are located within a one-mile radius from our pizzeria. Other main competitors that we have identified in Local Bay area are: Pizza Concepts. Pizza-For-You, and ▇▇▇▇▇▇▇▇▇'▇ Foods. According to our own market survey (see Appendix M), we distinguish ourselves from them by providing better quality pizza at reasonable prices, and delivering both hot and special-package refrigerated pizza to the customer door. Other differences are included in the next table. Competitors We have, they don't They have, we don't Pizza Concepts better quality, specialized products, better equipment lower prices, table service, various other food items Pizza-For You better location, better quality, faster service lower prices, own delivery vehicles, traditional customers ▇▇▇▇▇▇▇▇▇'▇ Foods skilled pizza staff, better recipes, lower prices luxury environment, high- end customers, music and color lighting Other
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Competitive Landscape. The Philippines competitive landscape is a mix of strong local and large multinational players. In Sparkling, Pepsi and Asia Refreshment Corporation (RC) are the primary competitors, while Nestle, Universal Robina (C2) and Asia Brewery Inc. (Cobra) are the major Stills players. (See Annex 1 for details) Shopping habits will continue to evolve with increasing focus on value and convenience. While Sari-Sari Stores (Traditional Trade) will remain important and will continue to be the largest segment in the next years, Convenience Stores, at Work and HORECA channels will grow faster than Sari-Sari Stores. (See Annex 2 for Channel Gross Profit Opportunity Map)
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Competitive Landscape. The Philippines competitive landscape is a mix of strong local and large multinational players. In Sparkling, Pepsi and Asia Refreshment Corporation (RC) are the primary competitors, while Nestle, Universal Robina (C2) and Asia Brewery Inc. (Cobra) are the major Stills players. (See Annex 1 for details) Customer and channel evolution: Shopping habits will continue to evolve with increasing focus on value and convenience. While Sari-Sari Stores (Traditional Trade) will remain important and will continue to be the largest segment in the next years, Convenience Stores, at Work and HORECA channels will grow faster than Sari-Sari Stores. (See Annex 2 for Channel Gross Profit Opportunity Map) KO-KOF JOINT BUSINESS PLAN In Q1 2012, we started the joint system planning process between KO and KOF to establish a joint System Vision for 2020, align on the key strategic pillars and priorities for the next 3 years that will create the basis for a sustainable profitable system in the long term, and key actions and detailed plans for the next 18 months. The text below reflects the main conclusions of the joint process. 2020 VISION We have an aligned 2020 Vision that set the foundations for the Philippines to become a 1 Bn UCS market in the next 10 years while it becomes a profitable growth market. This implies a 6.2% (CAGR 2012-15) through relentless focus on our key strategic imperatives. STRATEGIC IMPERATIVES As a result of the highly iterative and collaborative process between KO and KOF, we have agreed on the following critical strategic areas and imperatives: Winning Brand Portfolio Over the next few years, focus is the name of the game. From 2012-2015, ~79% of RTD industry incremental volume and ~76% of the RTD industry gross profit pools are expected to be in Sparkling, Juice and Water. Therefore, we will focus efforts around three big bets:
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Competitive Landscape. Demand is partly linked to income levels and partly to market demographics. The profitability of individual companies depends on good marketing. Large companies have economies of scale in advertising and in buying equipment. Small companies can compete effectively if they have favorable locations or meet customer demands for personalized service and friendly atmosphere. • Hayat Fitness Center, XXX, XXX • Courtyard Health Club XXX City • Al-Shaab Sea Club • The XXX Sea Sports Club (KSSC) • Desert Biking Club Of XXX 24 Hour Fitness, Gold’s Gym, LA Fitness, and Life Time Fitness (all based in the US), along with Fitness First (UK, with clubs in Europe, Australia, Middle East, and North Africa), Konami Sports & Life (Japan), McFit (Germany, with clubs in Austria, Italy, Poland, and Spain), and Virgin Active (UK, with clubs in Europe, South Africa, and the Asia/Pacific region). Potential fitness club members will usually compare clubs and find the one that fits their specific needs, or has the amenities that he/she wants. Value is usually very important to these potential members as most people want to get the best value for their dollar. THE RECREATION CENTRE has a very large potential market. Because of the small number of recreation and fitness facilities in XXX, we feel we will become the number one sports and fitness complex quickly. This will be accomplished by actively and continuously promoting THE RECREATION CENTRE through radio and media advertisements as well as through hosting and supporting various community events. THE RECREATION CENTRE will enjoy a number of significant, competitive advantages over its competitors. THE RECREATION CENTRE' competitive edge is twofold. First, THE RECREATION CENTRE is the only multisport complex that offers three full-size facilities that are available for the members and the community to use and/or rent. On top of this, the scope and variation of the programs that will be run from this facility are unmatched by any other club in the area. The second part of our competitive edge is the location, size, and appearance of the facility that will attract many people into the complex. By maintaining our focus in our strategy, marketing, program development, and fulfillment, THE RECREATION CENTRE will be known as the top sports and fitness club in the area. We should be aware; however, that our competitive edge may be diluted if we become complacent in our program development and implementation. It will be important for THE...
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Competitive Landscape. Primary competitors and/or industries being altered by GIPLs products are described below: Pricing: Breath analytics equipment prices have been too high a cost to justify a large number of the 30,000 veterinary practices to spend several hundreds of thousands of dollars needed for equipment. Our goal is to bring the price point to less than $25,000. Key Weakness Many medical people have expressed an opinion, that in spite of the difficulties of utilizing new equipment, it is inevitable that a user-friendly technology will arrive that eliminates most of their outsourcing of testing. It is our goal to initiate a conservative transition phase embracing our new technology. We believe there are differentiating Factors GIPL maintains a unique competitive advantage over other products in several categories. Our biggest differentiators include: Diverse Product Capabilities - GIPL intends to make it possible for Veterinarians to reduce laboratory charges while gaining a better across-the-board view of a number of conditions. User-Friendly - Our technology will be built to be easy to use and the user will only be required to have minimal technical savvy. Setup and configuration is expected to be simple. Affordability GIPLs gas chromatography units plan to be priced well below our competitors’ products with the goal of delivering superior functionality and value. This will be an essential factor in helping us continue to gain market share nationally. Team Strength Our team is comprised of industry veterans who bring decades of experience to the table across product launch, industrial design, medical testing, food and beverage and more. Our leadership team has a history starting and leading companies to successful exits and has established valuable relationships with industry leaders along the way that will help us strategically position Global Innovative Platforms as a market innovator in the days ahead. Investment Opportunity Global Innovative Platforms is currently seeking a total of $1M in equity financing to fuel the next stage of company growth. The use of proceeds includes manufacturing, pre-order fulfillment, ongoing development of our platform, and marketing efforts in order to continue expanding the GIPL brand. Any remaining funds will be allocated as operating capital. Why Invest in Global Innovative Platforms? Investors have the opportunity to get in on the ground floor with a company that is positioned to grow into a leading innovator in the veterinary sp...
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Competitive Landscape. The competitive landscape of the industry has been analyzed along with detailed profiles of the key players operating in the market. Some of the leading players are:
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Competitive Landscape. In addition to us, the Czech Republic currently has two other licensed mobile operators holding a total of six licenses: (1) Eurotel, a digital GSM 900/1800 MHz mobile telephone protocol and NMT (NMT450) operator and a holder of a UMTS license; and (2) Radiomobil, another digital GSM 900/1800 MHz operator, holder of a UMTS license and a license for 872 MHz frequency band. Eurotel acquired its NMT 450 license in November 1990 and launched commercial analog service operations in September 1991. The entry of GSM services reversed Eurotel's earlier NMT subscriber growth. Eurotel won its 9▇▇ ▇▇▇ ▇▇▇ license in March 1996 and launched commercial operations in July 1996. Eurotel Praha was allocated 1800 MHz frequencies in July 2001. Český Telecom, the national fixed line operator, became the sole shareholder of Eurotel in November 2003. In December 2004, the government initiated the sale process of its 51% stake in Český Telecom, the first attempt to do so since 2002, when a planned sale to Deutsche Bank and TDC failed. On April 12, 2005 the government signed the sale contract with Telefonica SA, the Spanish incumbent, which submitted the highest bid of CZK 82.6 billion for the controlling stake. Radiomobil acquired its 900 MHz license in March 1996 and began providing commercial service under the brand name Paegas in September 1996. Radiomobil was allocated 1800 MHz frequencies in July 2001. Radiomobil's majority shareholder is Deutsche Telekom AG. In April 2002 Radiomobil rebranded its services to the T-Mobile brand name, and has since changed its name to T-Mobile Czech Republic. On March 21, 2005 T-Mobile won the tender granting the frequencies in the 872 MHz band. T-Mobile and Eurotel were granted UMTS licenses in December 2001 for approximately CZK3.8 billion and CZK3.5 billion respectively. The recipients were required to pay CZK1 billion upon the issuance of the licenses and the balance of the purchase price in 2004. The operators were also required, as a unique deployment condition, to achieve 90% coverage of Prague, with their commercial UMTS services by January 1, 2007. The following table presents a summary of the relevant information for each wireless operator in the Czech Republic including estimated market share based on publicly released data of the operators as of December 31, 2004: Oskar Mobil/ Oskar GSM 900 1/1800 October 1999 March 2000 17.0%
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Related to Competitive Landscape

  • Restrooms The restrooms, toilets, urinals, vanities and the other apparatus shall not be used for any purpose other than that for which they were constructed, and no foreign substance of any kind whatsoever shall be thrown therein. The expense of any breakage, stoppage or damage resulting from the violation of this rule shall be borne by the Tenant whom, or whose employees or invitees, shall have caused it.

  • Building Systems “Building Systems” shall mean all structural elements and components, mechanical equipment, plumbing systems, electrical systems and life safety systems and fixtures incorporated in the Improvements, including, without limitation, HVAC, elevator, electrical, plumbing, utility, fire and life safety and swimming pool.

  • Area The sphere of operation shall be England, Wales and Northern Ireland.

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